“Leadership transitions were just too interesting and ripe for study; it was virtually an untilled field from both intellectual and practical points of view.”

Watkins emphasizes the novelty and unexplored potential of leadership transitions as a subject of study. He refers to the fact that, from both an academic and practical perspective, this area was largely overlooked until he delved into the field. This quote suggests his pioneering approach in The First 90 Days and how his work fills this gap by offering a comprehensive framework and guidance for individuals undergoing leadership transitions.

“The good news on transitions is that they give you a chance to start afresh and make needed changes in an organization. But transitions are also periods of acute vulnerability, because you lack established working relationships and a detailed understanding of your new role.”

Watkins highlights the dual nature of leadership transitions: they offer an opportunity for a fresh start and organizational change, yet they also present vulnerability due to unfamiliarity with the new role and relationships. Watkins juxtaposes the positive and negative to make the negatives appear more foreboding, prompting the reader to engage with the book’s advice.

“You spend too much time focused on learning about the technical part of the business and not enough about the cultural and political dimensions of your new role. You don’t build the cultural insight, relationships, and information conduits you need if you’re to understand what is really going on.”

Watkins discusses Avoiding Common Transition Traps: an excessive focus on technical aspects of the business, often at the expense of understanding the cultural and political dynamics within the organization. He emphasizes the need to strike a balance between acquiring technical knowledge and developing cultural insight and relationships. This underscores the holistic approach of the text.